Trust is a critical ingredient in developing relationships in an organization (Goldman and Casey, 2010 and O'Neill, 2002). This is because a trusted leader can use the support of others to achieve a common goal and is one of the most relevant and important aspects of organizations. The three most important concepts learned from the assigned readings include that trust as a foundation of leadership involves a willingness to be vulnerable, the ability to gain knowledge and creative thinking, and integrate personal and organizational trust in motivating, stimulating creativity, and helping the The organization attracts and retains excellent employees. True leadership concepts address identifiable leadership behaviors that are important in leadership and management. Hosmern (1995) and Nyhan (2000) note that both true and transformational leadership are authentic when grounded in moral foundations. As such, trust is a component of transformational leadership that contains four aspects: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. As can be seen, trust has strong conceptual connections with transformational leadership and its components. In this way, the trusted leadership perspective embraces the act of inspiring others that constitutes the transformational approach. To inspire and motivate people, trusted leaders who assume managerial positions achieve higher levels of relationship among followers because they articulate a vision (motivation inspiration), show, among others, a special interest in people (individualized consideration), and provide a model of ethical behavior (idealized influence). Furthermore, they are equipped with knowledge of the environment in which the organization operates and are faced with very dynamic environments that require new and appropriate leadership styles. In conclusion, building trust in leadership is an integrated process that requires acquiring knowledge in aspects of trusted leadership, positive identification and application of tools of trusted leaders, analysis of how trusted leaders work, and building trust in perspective. The three dominant concepts learned from the assigned readings that include trust as the foundation of leadership involve a willingness to be vulnerable, ability to acquire knowledge and creative thinking, and to integrate personal and organizational trust with the ability to cultivate faith and ground learning as part of the organizational culture. This ensures that the trust achieved is sustainable and that knowledge levels improve with demands for new management and leadership concepts. The differences between leadership and management revolve around how they complement each other in achieving organizational goals..